Learning Objectives (cont.)After reading this chapter, you should be able todo the following:

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Identify situational factors that enhance,neutralize, or substitute for leader exchangebehaviors.Describe and give examples of three types oforganizational justice that are important tofollowers.Identify behaviors used by leaders to maintainorganizational justice.Describe the effects of leaders’ exchangebehaviors.

Role making• Roles are standard or repeatedpatterns of behavior that often becomeexpected or required of a person in aspecific functional relationship.• Roles in organizations are partiallyspecified by job descriptions and aremore completely defined by theinteractions of leaders and followers• Followers also have expectations oftheir leaders.

• Dependable individuals perceived as moreexperienced and ready for added responsibilityexpected to become committed to the unit'sactivities and goals, to be more dependable, togive more time and energy, to become moreinvolved in administrative activities, and to bemore responsive to the leader's wishes thanother group members.

Important Social ExchangeBehaviors Used by LeadersAcknowledgingAcknowledgingfollowers’followers’achievementsachievementsandconcernsand concernsDelegatingDelegatingtaskstasksandandmonitoringmonitoringfollowersfollowersSeekingSeekingvaluesvalues&&goalgoalconvergenceconvergencethroughthroughspiralingspiralingagreementagreementpatternspatterns

In dealing with followers, the leader constantly referred toformal role prescriptions as specified in the employmentcontract. The leader repeatedly emphasized his formalauthority and the obligations of each group member to be“bound by the contract.”The leader’s interaction with a follower was brief, withspecific questions directed at the follower and little timeor effort provided for exchanging ideas on issues. Thequestions were designed to gather information on thefollower’s performance on specific tasks.A leader showed little understanding of a follower’s jobproblems and needs and blamed the problems on thefollower’s lack of effort. When the follower attempted toexplain her perceptions of the problems, the leaderignored her and constantly interrupted.

refers to the outcomes (rewards) a followerreceives in relation to his/her inputs (efforts orabilities)describes followers’ assessment of theprocedures used to make decision which affectthem, such as resource allocations and rewarddistributions

One reason that leaders develop highquality exchanges with specific followers isto help fulfill the leader’s responsibilities.However, there must be mutual trustbetween leaders and followers and anabsence of normative pressure which mayprevent followers from accepting additionalduties and responsibilities.Social exchange behaviors by a leader maybe most effective with followers who havepreviously had low quality exchanges.

Are leaders overburdened with responsibilities?Are followers’ abilities and motivation underutilized?Are followers’ work tasks either boring or highly challenging?Do followers place high trust in the leader?Would conditions support followers in accepting added responsibilities?

If “yes” to two or more of these questions, then leaders’ social exchange behaviors willprobably be effective.

3. MODIFYING FOLLOWERSAND SITUATIONS

2. PROVIDING SOCIAL EXCHANGEBEHAVIORS

Leaders may also act to: Create enriched jobs with goalsetting for followers Build followers’ trust in the leader Alleviate any normative pressuresthat may prevent followers fromexerting extra effort or addingresponsibilities